This document discusses various maintenance strategies and methods for power systems. It defines maintenance strategies as management methods used to achieve maintenance objectives like availability, cost reduction, and safety. Maintenance methods discussed include corrective, preventive, condition-based, scheduled overhauls, opportunity-based, total productive maintenance (TPM), reliability-centered maintenance (RCM), and risk-based maintenance. TPM focuses on continuous improvement through employee engagement. RCM was developed to focus on system functionality rather than individual equipment and identify equipment malfunctions that could cause system failure.

1. Power system maintenance
Maintenance strategies and methods
Prof. Igor Kuzle

2. Definition
• Maintenance strategy is management method used in order to achieve
the maintenance objectives.
– Maintenance objectives are targets assigned and accepted for the
maintenance activities. These targets may include for example
availability, cost reduction, product quality, environment
preservation, safety, useful life, asset value preservation.
• Maintenance plan are function, combination of functions, or a total
combination of functions of an item which are considered necessary to
fulfil a given requirement.

3. Maintenance strategies and methods
• Corrective
• Preventive
• Condition-Based
• Terotechnological
• Logistic
• Scheduled (cyclic) overhauls - Legal maintenance
• Opportunity-Based
• Total Productive Maintenance (TPM)
• Reliability-Centered Maintenance (RCM)
• Risk-Based
• Expert Systems
• Self-maintenance

4. Maintenance strategies and methods
Maintenance
Preventive Corrective
Condition-based
Cyclic (Time-based)
Subjective
(by
sensing)
Objective (by
measurements)

5. Maintenance strategies and methods
vrijeme
razvoj
tehničkih
sustava
2000
1950
1900
samoodržavanje
ekspertni
sustav
plansko
održavanje
održavanje po stanju
TPM
terotehnološki pristup (GB)
logistički pristup (USA)
preventivno održavanje
korektivno
održavanje
Systems
development
Corrective
Logistic (USA)
Preventive
Terotehnological (GB)
Condition-Based
Scheduled
Expert Systems
Self-maintenance
Year

6. 6
FMEA – Failure Mode and Effects Analyses
LCC – Life Cycle Costs
KPI – Key Performance Indicators
RCM – Reliability Centered Maintenance
TPM – Total Productive Maintenance
CBM – Condition Based Maintenance
RBI – Risk Based Indicators
Investments in
maintenance
Multiskilling and teamwork
Benchmarking
KPI
Standards
Technical documentation
Environment
Modern concepts:
RCM, TPM, BCM, RBI
Results based maintenance
ICT
Competences/Certificates
Subcontracting
Fourth generation
Monitoring system
Reliablity and
maintenability
Risk factor studies
Smaller and faster
computers
FMEA
Expert systems:
LCC analysis
Quality based
management
Third
generation
Interval
inspection
•Preventive
maintenance
•Planning systems
•Big and slow
computers
•Requires
maintenance
competence
Second
generation
Corrective
maintenance
First generation
year 1995
1980
1950

7. 7

8. Corrective maintenance
• The oldest approach - interventions after a malfunction has occurred.
• Today it is used only for auxiliary (irrelevant) equipment that does not
directly affect the production or operation of the plant.

9. Preventive maintenance
• First applied in USA after the Second WW. It is based on performing
maintenance work as planned, before the breakdown occurs.
• Cyclical interventions are carried out according to the capabilities of the
plant. It generally requires a planned shutdown, which is disadvantageous.
• Hiring large assets is required to implement it (materials, spare parts and
professionals engagement).
• The most common approach. The basis to all other approaches.

10. Preventive maintenance
• For preventative maintenance, the equipment should behave according to
the Bathtube Curve
2 Idealno preventivno održavanje
3 Stvarno preventivno
1 Bez održavanja
Vjerojatnost
kvara
održavanje
Failure
Rate
Early Life Useful Life Wear Out
No Maintenance
Preventive maintenance (ideal)
Preventive maintenance (real)

11. Condition-based maintenance
• Version of preventive maintenance originated in the 70s
(development of electronics and instruments for measuring various
parameters important for the assessment of equipment condition).
• An assessment of the future equipment condition is based on the
measurements.
• The difference according to the preventive (cyclical procedure with a
known scenario) – maintenance is 'dosed’ considering the
measurement results.
• Maintenance costs and downtime are reduced.

12. • In the period 1950-1960. dominated
maintenance method - relied entirely on human
senses.
• In the period 1960-1970. gradually being
replaced by time-based maintenance.
• Increasing pressure on costs and new
opportunities at post-1990s diagnostic
technologies have led to time-based
maintenance being increasingly replaced by a
condition-based maintenance strategy (a mix of
subjective diagnosis and those backed by
equipment).
Condition-based maintenance

13. • The systematic introduction of
condition-based maintenance
requires analysis of facility
systems and procedures.
• Selection of components for
diagnosis:
 Determination of
permanently relevant
components (based on
components costs or
importance)
 Determination of
measurement points and
their identification
Condition-based maintenance 3
Object of diagnosis
Component
analysis
Procedure
analysis
-Diagnosis needments
-Modul
-Measuring points
-Identification
-Diagnosis method
-Parameters
-Final values
-Test cycle
-Review test
Diagnosis concept
Diagnosis
Repair
Documentation

14. Comparison of maintenance methods
The amount of
maintenance effort
Corrective
maintenance Three longer outages with
major repairs
Time (months)

15. Planned preventive outage
Short outages for
repairs
Cyclic preventive
maintenance
Comparison of maintenance methods
The amount of
maintenance effort
Time (months)

16. Identified and resolved
problems at the right time
Condition-Based
maintenance
Comparison of maintenance methods
The amount of
maintenance effort
Time (months)

17. Terrotechnological maintenance
• Greek Teros – care
• Started in the UK, early 70's (Dennis Parkes).
• The basis of the concept is, that maintenance professionals must
participate directly or indirectly in all stages of equipment life (from the
idea of procurement to the write-off).
• In this way, maintenance professionals began to participate in decisions
for a new equipment purchase (due to lower maintenance costs during
operation and increased availability of equipment).
• Based on preventive maintenance.

18. Logistic maintenance
• Developed in USA (B. Blanchard) in parallel with the terrotechnological
approach in Europe. As the name implies, it is about supporting the
installed equipment in its use. Attention is paid to the design,
production of the equipment and ultimately its use.
• The focus is to optimize the design and production of the equipment
so that it has a high degree of reliability and easy maintenance for
efficient operation.
• Based on preventive maintenance.

19. Scheduled maintenance
• Appeared in 80's as a combination of corrective and preventive maintenance
at a company-specific ratio.
• Based on corrective maintenance with specific preventive modules:
scheduled repairs, preventive examinations, scheduled lubrication, finding
and eliminating weaknesses, maintenance by condition, and other modern
maintenance approaches.
PLANSKO
ODRŽAVANJE
preventivno
održavanje
korektivno
održavanje
planski
popravci
preventivni
pregledi
traženje i otklanjanje
slabih mjesta
održavanje
prema stanju
Scheduled
maintenance
Preventive
maintenance
Corrective
maintenance
Planned
repairs
Preventive
examinations
Weak points detection
Condition-based
maintenance

20. Opportunity-Based maintenance
• As the name implies, this type of maintenance can be considered as a part
of extended corrective maintenance.
• It is carried out during the corrective maintenance, i.e. during the fault
removal on the elements on which the fault did not occur.
• Most often it involves various cleaning, lubrication, painting, and
replacement of simple parts.

21. TOTAL PRODUCTIVE MAINTENANCE
continuous improvement of the
plant’s overall efficiency with the
active employee engagement

22. Total Productive Maintenance (TPO)
• In the early 1950s, the Japan Institute of Plant Maintenance incorporated
American concepts of maintenance and created a whole new standard. The
core of the new concept was Total Productive Maintenance (TPM).
• First time implemented in the early 70’s (by Seiichi Nakajima) in Japanese
high-automation and mass production companies (Toyota).
• Maintenance is entrusted to the personnel handling the equipment (staff
who are most motivated to operate the equipment smoothly because of the
profit and success of the entire group within the company).
• TPM is a process that changes the corporate culture and permanently
improves and maintains the overall efficiency of the equipment through the
active involvement of the operators and all members of the organization.
• A long process (min. 6 months)- 5S rule (Seiso, Seiri, Seiton, Seiketsu and
Shisuke - cleaning, orderliness, order, cleanliness, discipline).
• Outside Japan, it was first introduced by Renault in the 80's (equipment
downtimes reduced by 20-30%), also Volvo won the TPM Award for
implementation in car paint shop in the Ghent.

23. TPM technics and tools
• A number of approaches, techniques and tools are used to achieve the
basic principles of TPM, and the most important are:
1. Error - proofing (Poka -Yoke) – removing errors from the process when
they are detected.
2. Kanban - Just in time system – synchronizes the workflow using a
(kanban) card that contains information on what, when, how much, and
how to produce, transport, and store it.
3. “One Piece Flow” – products move through the process one by one. The
final product is produced in a shorter time.
4. Overall Equipment Effectiveness (OEE)
5. 5S - CANDO – is a technique for cleaning up, organizing and preparing a
workplace and is an integral part of the TPM process.
– Japanese acronym: 5S (Seiri, Seiton, Seiso, Shitsuke, Seiketsu),
– English acronym: CANDO (Clearing up, Arranging, Neatness,
Discipline, Ongoing improvement).

24. 5S – CANDO
• Seiri – Sort out. It is necessary to identify all things that are unnecessary
for work or production and eliminate them from the workspace. Select
the tool that is needed for work.
• Seiton – Set in order. Things used should be systematically arranged so
that they can be used easily and easily accessible by anyone.
• Seiso – Scrub. Things and workspace should be maintained and cleaned
(waste and dirt in the workplace are unacceptable). It is not enough to
clean and tidy up the workspace once, but regular cleaning is required.
Cleaning should be done on a daily basis, to prevent everything from
returning to its original state.
• Seiketsu – Standardise. In this step, standard routines should be
established and converted into habits. To avoid returning to the old habits
of getting started, it is a good idea to set up written standards and
procedures on posters (visible signs).
• Shitsuke – Sustain. Self-discipline is the most complex task, because it is
not enough to clean the workplace from time to time to give the
impression of organization and cleanliness, but it is necessary to maintain
that order and adapt to the new conditions.

25. Total Productive Maintenance (TPO) 3
• Start
1. Management decision
2. Teaching and training of management personnel
3. Setting up an organizational structure for leadership
4. Diagnosis of the existing condition and start of measurements
5. Plan development
• Development
6. Launch of scheduled tasks
7. Analysis and elimination of the main causes of poor performance
8. Development of self-maintenance - operators perform minor
operations themselves
9. Development of programmed maintenance
• Realization
10. Improvement of technical knowledge of employees
11. Use of acquired knowledge for new devices
12. TPO sticker

26. 1) TPM introduction
2) Education and campaign
10) Operation/maintenance skill development
3) Formation of TPM organizations
8) Autonomous maintenance
5) Masterplan
4) Principles and targets
7) Improving efficiency of production department
6) Kickoff
12) Complete TPM implementation
9) Preventive maintenance
11) Maintenance prevention
Start TPM execution Establishment
Development
12 step TPM development plan
How?

27. WHY TPM?
MACHINE PRODUCTIVITY INCREASE
• prolongs investment
• machine reliability increase
• makes investment profitable
COMPANY DEVELOPMENT
• lowers specialist cost
• follow development plan
•new equipment implementation
Main goal is to improve existing equipment productivity
WORK METODOLOGY IMPROVEMENT
• Reduces emergency interventions
• Lowers maintenance cost
• Defines equipment operation
• Improves work safety

28. Objectives of TPM
1. Equipment efficiency improvement. This objective, which ensures that the
equipment operates according to technical specifications, is the true focus
of TPM. All other TPM goals are worthless unless they support improving
the efficiency of the equipment.
2. Maintenance efficiency and effectiveness improvement. This objective
focuses on ensuring that maintenance activities carried out on equipment
are cost-effective. Research has shown that almost one-third of all
maintenance activities are useless. Therefore, this TPM objective is
important for reducing maintenance costs.
3. Preventive equipment management and maintenance. The purpose of this
goal is to reduce the amount of maintenance required by the equipment.
4. Training to improve the skills of all staff involved. Employees must have
the knowledge and skills necessary to contribute to the TPM environment.
These requirements include not only the maintenance department staff
but also the production staff.
5. Operator involvement in routine maintenance. The focus is to release
maintenance resources for other technical aspects of TPM.

29. What TPM include?
• Total Productive Manufacturing
– Complete Efficient Production
– A partnership between all employees directly involved in product
production
• Total Process Management
– Overall Process Management
– Includes a far wider range of employees than the previous two phases
(procurement, sales…)
• Total Personnel Motivation
– Overall Staff Motivation
– When employees have the level of knowledge, skills and aids that
enable a profitable production process

30. Relation between three most important
maintenance strategies
inženjerska
firma
proizvođači
opreme
oprema
program
sustav
proizvod
korisnik
opreme
težnja ekonomičnijim troškovima životnog vijeka opreme
cilj:
cilj:
TPM
(CPO):
Japan
Logički pristup SAD
Terotehnologija (Velika Britanija)
Goal: Cost-effective lifetime of equipment
Logistic approach (USA)
Product System Program Equipment
Manufacturers
Engineering
firm
User

31. RELIABILITY-CENTERED MAINTENANCE

32. Reliability-Centered Maintenance
• Developed in the mid 70’s of the 20 century. In the past, it was believed
that each component of a complex system had a definite time when it had
to undergo a complete maintenance to ensure safety and optimal
operating conditions.
• First application in the aviation industry. When developing the new Boeing
747 in the 1960s, it was realized that the standard maintenance method
could not be economically viable, because of all the costs that accompany
that industry; replacement of parts that are correct and do not need to
undergo the repair process and thus create additional costs. An extensive
investigation of the failure characteristics of all components and their
effects was carried out. It was found that 11% of the components fit into
the previously known fault intensity curves (bathtubs, accidental failure,
linear, wear and tear) and it is worth to carry out
planned maintenance and replacement. 89% of components are
characterized by accidental failures that are not affected by the scheduled
maintenance and replacement.

33. New Failure Rate Curves
33
λ
λ
VRIJEME
λ
VRIJEME
Mala vjerojatnost kvarova na početku kada je
komponenta nova, nakon čega slijedi
povećanje na konstantnu vjerojatnost kvara
Konstantna vjerojatnost pojave kvara
kroz cijelo razdoblje eksploatacije
Početni kvarovi (dječje bolesti) nakon kojih
slijedi konstantna ili spororastuću vjerojatnost
kvarova
VRIJEME
Low probability of failure at the
beginning when the component is
new, followed by an increase to a
constant fault value
Constant probability of failure
occurring throughout the
exploitation period
Initial failures (childhood illnesses)
followed by a constant or slower
probability of failure

34. Reliability-Centered Maintenance
• Reliability-centered maintenance is different from other strategies and
requires some fundamental changes in thinking and is made up of four
basic features:
1. System function retention
The most important feature, the focus is on maintaining the
functionality of the system, not the individual pieces of equipment. It is
systematically determined which equipment is closely linked to a
particular process and according to that which equipment is more
important in the maintenance planning process.
2. Identification of various equipment malfunctions that may cause
system malfunction
Different stages of damage occurrence are analyzed, some can be
completely eliminated during designing and building equipment
process.

35. Reliability-Centered maintenance
3. Focus on priority faults to preserve the most important functionalities
of the system
• There are functions of different priorities in every system and
therefore faults affecting them have different impacts.
• Determining the fault importance is done through the Logic Tree
Analysis - LTA
• The faults can be divided into following groups:
– Safety faults (A)
– Outage faults (B)
– Economical faults (C)
– Hidden faults (D)

36. Reliability-Centered maintenance
 Safety faults (A) – faults that have an effect on safety of operation and
surrounding
 Outage faults (B) – faults that cause direct repair and replacements costs
to restore the production and therefore represent direct loss
 Economical (C) – faults that only contribute to the total maintenance cost
value
 Hidden (D) – faults caused by other latent faults that eventually increase
the risk of successive recurrent failures

37. 37
Operator aware?
Is failure safety issue? Hidden failure
Failure causes full or partial
interruption
Safety problem?
Small or no economic impact
Interruption
FAILURE
YES
YES
YES
NO
NO
NO
A
B
C
D
Return to decision tree start.
Determine A, B or C type
(2) Safety
(1) VIsible
(3) Interruptions

38. Reliability-Centered maintenance
4. Selection of maintenance action that are manageable and efficient
• This refers to the preventive maintenance while other steps determine
what equipment, where and with what priority the maintenance
actions will be done.
• Every potential maintenance action needs to satisfy two prerequisite:
– Applicability – meaning that one out of 3 main preventive
maintenance goals will be fulfilled
» Prevent or mitigate failure
» Advance the failure beginning
» Detect weak spots and hidden failures
– Effectiveness – meaning the resources are to be allocated to
achieve a certain goal.
This method takes into account consequences that outage (fault) has on its:
– Surrounding;
– Operation;
– Safety.
RCM process considers the current status of equipment rather than the
anticipated future equipment condition.

39. Reliability-Centered Maintenance
• By implementing reliability-based maintenance (RCM), each element of
the plant has its own safety minimum predicted maintenance that
contributes to an overall increase in safety, reliability and a reduction in
facility costs.
• Attention is drawn to several elements of maintenance:
 Plant design which allow reliable operation and easy maintenance
 Conditional monitoring of plant status
 Design of hazard studies that are possible at the plant facility
 Methods of analyzing the occurrence of failures and their effect on
the system in which they are located
 Teamwork and increased expertise of maintenance staff, etc.

40. Reliability-Centered Maintenance
• The advantage of RCM is that it allows easy understanding of the
conditions that are the basis for deciding proactive maintenance steps
(technically possible steps and implementation frequency).
 For hidden interruptions, a proactive step is worth taking if it reduces
the risk of multiple interruptions. If this is not possible, then a
scheduled fault search is initiated. If the defect cannot be found, a
redesign must be undertaken.
 For interruptions that result in a decrease in personnel safety and a
negative impact on the environment, a proactive step is only applied if
this reduces the risk of interruption itself. If such a step cannot be
found, the redesign must be initiated or the process must be changed.

41. Reliability-Centered Maintenance
 For interruptions that have a negative impact on the plant, it is useful
to take a proactive step only if the cost of that step over a certain
period of time is less than the sum of the costs of production and
repair losses (the step must be financially positive). If the costs cannot
be justified, then the unplanned step, i.e. "drive until failure", applies.
 For failures that do not affect the drive, it is useful to take a proactive
step only if the cost of the steps over a certain period of time is less
than the cost of repair. If the step cannot be economically justified, an
unplanned step, “drive until failure” or, ultimately, redesign, is
applied.

42. Reliability-Centered Maintenance
• This method of maintenance also takes into account the consequences
that an outage has on its environment, operation and safety of people.
• Also, the RCM process takes into account the maintenance of each drive
element in its present state rather than in the future state.

43. Reliability-Centered Maintenance
• By using the RCM approach, drive enhancements are achieved in the
following:
 Increased operational safety and environmental protection.
 Improved operational results (quantity, quality, service).
 Better maintenance while reducing costs.
• decreasing corrective actions
• unnecessary testing and routine jobs are eliminated
• the frequency of required tests is optimized
• adopting existing maintenance methods that have proven to be
cost-effective makes it easy to apply
 Longer use of expensive devices (fixed assets).
 Comprehensive maintenance database.
 Increased maintenance motivation of individuals.
 Better teamwork of the maintenance department.

44. RCM procedure includes
1. To identify significant elements that have priority in maintenance, and
determine the level of reliability - usually by applying FMEA (Failure
Modes and Effects Analysis)
2. To obtain and analyze appropriate failure data - based on field
experience or failures database
3. Make a Logic Tree Analysis (LTA) - the probability of a failure is
determined then a list of maintenance priorities is generated
4. To conduct RCM decisions - corrective, preventive or combined
maintenance, intervals and frequency of maintenance works fit into the
overall maintenance strategy
• Once the system is up and running, real-time data acquisition begins and
one of the most important steps is to re-evaluate all RCM decisions.
44

45. Maintenance modules according to the
levels of reliability
45
ODRŽAVANJE NA TEMELJU
POUZDANOSTI
3
Analiza stablom
odlučivanja
2
Analiza
kvarova
1
Struktura tehničkih
sustava za
održavanje
4
Planiranje i programiranje
održavanja
-naknadno
-preventivno
-kombinirano
- Sastavni dijelovi
- Razina pouzdanosti
- Logičko stablo
- Efekti i zadaci
- Mogući otkazi
- Sistematizacija
- Podaci
Reliability-based
maintenance
Failure analysis Decision tree
analysis
Structure of
technical
maintenance
systems
Maintenance
planning and
programming:
-Corrective
-Preventive
-Combined
• Logical tree
• Effects and assignments
• Possible failures
• Systematization
• Data
• Main components
• Level of reliability

46. RISK-BASED MAINTENANCE

47. Risk-Based Maintenance (RBM)
• A strategy for organizing a maintenance schedule based on the
incremental risk equalization created in 1990.
• It was first applied in the US oil industry, later in medicine and energy
sector.
• Possible failures and the ways in which they may occur are studied, as
well as their effect on the system operation.
• Risk analysis includes: identifying, characterizing, quantifying and
evaluating failures or adverse events.

48. Risk-Based Maintenance
48
Risk Tool Selection:
- It should be justifiable and
appropriate to the situation
or organization under
consideration;
- It should provide results in
a form which enhances the
understanding of the
nature of the risk and how
it can be treated;
- It should be capable of
use in a manner that is
traceable, repeatable and
verifiable.
(ISO 31010)
ISO 31010 tools and techniques considering the risk
management process (ISO 31000)
Risk Identification
Risk Analysis
Risk Evaluation
Risk Treatment
Risk Assesment
Establishing the
context
Monitor
and
review
Communication
and
consultation
Brainstorming
Structured or semi-
structured interviews
Delphy
Check-list
Hazard and operability
studies (HAZOP)
Hazard Analysis and
Critical Control Points
(HACCP)
Environmental risk
assesment
Layer protection analysis
(LOPA)
Decision tree
Human reliability
analysis
Bow tie analysis
Fault tree analysis
Event tree analysis
Markov analysis
Monte carlo simulation
...
Dr. Damjan Maletič, University of Maribor (Slovenia)

49. Risk management
49
The link between asset risk management and
maintenance performance
Dr. Damjan Maletič, University of Maribor (Slovenia)
Source: Maletic et al., 2018)
Benefits of implementing RM:
• Proactively improve operational efficiency;
• Enhance stakeholder confidence in your use of risk techniques;
• Apply management system controls to risk analysis to minimize losses;
• Improve management system performance and resilience;
• It creates and protects value, etc.
• Risk management (RM) should create value!
• Asset risk management can contribute to
higher performance outcome

50. Risk analysis
• Risk analysis integrates the likelihood and consequence of an event and
attempts to answer the following questions:
 What adverse events can occur?
 How can these events occur?
 What is their probability?
 What are the consequences of these events?
• Risk is defined as follows:
 Risk = Occurrence probability x effect
• Therefore, it is necessary to calculate the probability of an adverse event
and its consequences.

51. Risk analysis
• Risk analysis can be quantitative or qualitative.
• Quantitative risk analysis:
 The result is a numerical value
 The maintenance schedule is developed according to risk value
 It requires a large amount of often unavailable or incomplete data
• Qualitative risk analysis:
 A simpler approach
 Descriptive results

52. Risk analysis
• After determination of the risk of individual adverse events, attention is
focused on enhancing the maintenance of high and medium risk
elements.
• For the low-risk events, the scope of maintenance work is reduced in a
structured and justified manner.

53. Expert Systems
• Developed in the early 80’s - based on the development of hardware and
software.
• Relies on databases and inference mechanisms (i.e. artificial intelligence).
• Possible failures are identified by the input parameters and the required
maintenance actions are proposed according to stored expert knowledge.
• Expert systems software provides orders for performing defined repairs.

54. Self-maintenance
• Futuristic concept.
• Consists of multiple Expert Systems which control an automated
maintenance of simply replaceable modules.
• The modules are replaced by a robotic arm.
• Module replacement is called aggregated replacement because it is
mostly done without (or with minimal duration) production downtime.

55. Condition-based maintenance with
control of reliability level
• This method is based on continuous exploitation of the system and
components as long as the level of reliability (technical condition criterion
– indicator of reliability) is within the allowed limits. If the limits are
violated, then then measures for increasing the level of reliability of
individual components or the whole system are undertaken.
• For this to work it is necessary to have maximum amount of information
about the technical condition of the system. It is also necessary to be
critical towards any changes of process of technical exploitation of the
system.
• Reliability level control of a main components of industrial systems
enables determination of the following information:
 Number and association of main components in a system
 Type of failure, location of failure, cause of failure, consequences of the
failure
 Number of failures during the reliability level control
 Cost of replacement of individual components of the system
 Cost of planned maintenance activities 55

56. MAINTENANCE STRATEGY SELECTION

57. • When deciding on the type of maintenance strategy, a primary goal
should be set.
• One of the key indicators for decision making is the use of downtime data
for each machine in the previous period.
Maintenance strategy selection
DJELATNOST
ODRŽAVANJA
PODUZEĆA
zakonitost
proizvodno-teh.
procesa
financijska
sredstva
prostor
oprema
kadrovi
org.
sredstva
lokacija
tvornice rad u
smjenama
plasman proizvoda
i usluga na tržište
cilj:
MINIMALIZACIJA
ZASTOJA
Financial
resources
Space
Equipment
Staff
Organization
Location
Work in
shifts
Placement of
products and
services on the
market
Production
rules
Company
maintenance
Goal:
Minimizing production
downtime

58. Maintenance strategy selection
STRATEGIJA
ODRŽAVANJA
PODUZEĆA
- korektivno
- industrijsko
- preventivno
- plansko
- terotehnološko
- logističko
- održavanje po stanju
- ekspertni sustavi
- TPO
- samoodržavanje
Pristupi i koncepcije
održavanja
Održavanje poduzeća
želja : zastoj = 0
PRAKSA
TEORIJA
IZBOR
TEHNOLOGIJE
ODRŽAVANJA
In Theory In Practice
Maintenance
approaches:
-Corrective
-Industrial
-Preventive
-Scheduled
-Terrotechnology
-Logistic
-Condition-based
-TPO
-Self-maintenance
Company
Maintenance
Strategy
Company maintenance
Goal: Outages (faults) = 0

59. Maintenance strategy selection
• Before strategy is selected, the following should be considered:
 Results of equipment importance analysis
 Requirements for reliability and availability of equipment
 Structure of causes of damages and failures
 Consequences of damages and failures
 Available staff
 Minimum costs

60. • Executives often find reasons to avoid maintenance performing outages.
• In the event of equipment malfunction or failure, the maintenance
department is often blamed, although maintenance professionals do not
usually handle this equipment, they did not participate in the selection,
procurement and installation of the equipment.
Maintenance performing difficulties
Participants' influence on
overall maintenance costs
over the life of the
equipment:
Maintenance
experts
Reliability
engineers
Equipment
builders
Assemblers
Developers
Constructors
Commercialists